Suppliers and transport service providers are key parties in the construction supply chain, and their respective roles when employing a construction logistics setup based on third-party logistics are investigated. The use of construction logistics setups is an ongoing trend for large and complex construction projects and previous research has mainly focused on the downstream actors. The purpose is to explore how suppliers and transport service providers in the construction supply chain are affected by the use of dedicated and project specific construction logistics setups outsourced to third-party logistics providers in construction projects. The upstream actors’ attitudes towards and experienced effects from construction logistics setups operated by a third-party logistics provider, as well as their level of supply chain management maturity are studied in an explorative case study of a large construction project. Results show positive attitudes and that suppliers and transport service providers actively address supply chain management issues, whereas actual effects of the construction logistics setup on upstream actors in this case are inconclusive. Yet, the analysis indicates that a third-party logistics provider can assume the role of a systems integrator in the construction supply chain, balancing, and possibly, integrating the supply chain with the construction site.

As a part of supply chain management (SCM) initiatives to improve performance and productivity in construction projects, the use of construction logistics setups (CLSs) operated by third-party logistics (TPL) providers have increased. CLSs are often used in complex multi-project contexts, such as urban development districts, where extensive coordination of actors, resources, and activities is needed. The purpose of this paper is twofold: to investigate how main contractors engage in horizontal relationships with each other when coordinating activities and resources within and across projects in a multi-project context, and to investigate what role a TPL provider assumes when engaging in relationships with main contractors in a multi-project context. The findings are based on a case study of an urban development district with a mandatory TPL-operated CLS, and we apply the industrial network approach. In this multi-project context, the main contractors engage in coopetitive relationships, coordinating activities and resources within and across projects. The TPL provider coordinates actors, resources, and activities, facilitating smoother production by managing logistics and mediating coopetitive relationships. This can be understood as a multi-project coordination role and extends the role SCM can play in construction. In that role, a TPL provider can minimise tensions between coopetitive actors across a multitude of horizontal relationships and projects.

During the last decade clients and municipalities have started to implement construction logistics setups outsourced to third-party logistics providers in order to reduce the impact of construction projects on the surrounding society and environment. The focus of this paper is to investigate strategizing efforts and effects in project contexts depending on particular logistics setups. This is investigated through a comparative case study of two projects that utilize mandatory construction logistics setups for all involved actors. The cases are analyzed based on the industrial network approach using the ARA (Activities-Resources-Actors) model in order to assess and discuss the interactive nature of the initiating actors’ strategizing efforts of re-modelling the activities and resources of established construction actors, such as contractors. The results show that the initiating actors outsource to third-party actors not primarily related to the industry and focus on general motivations for implementing the construction logistics setups rather than on how the individual project actors are affected.

The construction industry is a complex industry in which all activities occur in projects. Construction projects are by their definition temporary and inter-organizational with multitude of different actors working together. The work is done through several sequential and parallel processes that needs to be coordinated through the entire project lifecycle. This has been seen as a challenge for innovation and change within the construction industry, which has been characterized as conservative and reluctant to change. To improve innovation and inter-organizational integration, the construction industry has seen an increased use of collaborative efforts to support efficient production, to improve safety, reduce environmental impact and implementing third-party logistics (TPL). Introducing a new, a TPL provider, challenges the traditional project setting and how construction work traditionalley has been performed. The general aim of this study is to explore the effects of a new actor in a traditional project setup and to better understand how relationships evolve with innovation in temporary networks.

As a measure to increase performance, improve safety and reduce environmental impact, the use of third-party logistics (TPL) solutions has increased in the construction industry. Other measures are inter-organizational collaborative methods and agreements between different actors. The purpose of this study is to explore how a TPL solution can affect inter-organizational relationships, specifically in the horizontal dimension. Findings are based on a case study of an urban development project with a TPL solution mandatory to use for all construction actors working side by side in parallel and sequential stages. The analysis is based on the industrial network approach, using the ARA-model for identifying and analyzing inter-organizational interactions among main contractors. The findings indicate that the contractors do collaborate with each other on both technical and organizational resources, as well as coordinate activities between each other, and that the TPL solution has a vital role in bringing them together and improves collaboration. This nuance the predominant view of the construction industry as being characterized by adversarial relationships and lack of inter-organizational collaboration. It also extends the knowledge of what a TPL solution can contribute with besides improved logistics.

The construction industry is associated with problems such as low productivity and high costs. This has been highlighted in several government-funded reports in both Sweden and in the UK during the course of over two decades. The construction industry is a large industry sector employing hundreds of thousands and a large contributor to a country’s GDP. The problems therefore have a large impact on society. Some of the problems are rooted in the organizational structure of the construction industry. Compared to other manufacturing industries, the construction industry is organized in temporary organizations. The temporary organizations cause temporary supply chains, fragmentation among construction industry actors and adversarial relationships between those actors. Partnering has been but forward as a solution to overcome the temporariness and the adversarial relationships in the construction. Another solution to mitigate the problems suggested in the reports is supply chain management (SCM). Both concepts have been taken from the manufacturing industries and partnering has been more successful compared to SCM in the construction industry. In the construction industry the progress towards SCM has focused on logistics. In recent years dedicated third-party logistics (TPL) solutions have emerged in the Swedish construction industry, where a company is hired to manage the logistics in a construction project.

The purpose with the research presented in this licentiate thesis is to explore how client initiated TPL solutions and partnering can be facilitators for SCM in the construction industry. Being a new phenomenon in the construction industry TPL solutions provide a logistical competence not necessarily included in a traditional construction project. Therefore, TPL solutions are of particular interest when studying the realization of SCM in the construction industry. In the process of realizing SCM in the construction industry, the construction clients have been put forward as having a crucial and important role. The clients are the initiator and funder of construction projects and as such the client can influence the course of a construction project. Therefore, it is of interest to study how the client can take an active role in this process. Initiating a TPL solution in a construction project is one way for a client to take an active part in the realization of SCM in construction.

However, in order to study how clients can take an active role towards the realization of SCM in the construction industry, there have to be an understanding of how SCM is to be adopted to the construction industry context. SCM that derives from the manufacturing industry is designed to be used in long-term relationships with permanent organizational structures. The construction industry on the other hand is associated with short-term relationships and a temporary organizational structure. Partnering that is designed to mitigate the temporariness and establish long-term relationships have been quite successful in the construction industry, and could therefore be used as a facilitator for SCM in construction.

To study the use of client initiated TPL-solutions in construction and the realization of SCM in the construction industry the following research questions have been addressed:

• RQ1: To what extent can a third-party logistics solution be a facilitator for client driven SCM in the construction industry?
• RQ2: How will upstream and downstream tiers be affected when a thirdparty logistics provider is used in a construction project?
• RQ3: How can partnering be used a mean to facilitate the realization of SCM in the construction industry?

To answer the research questions two main methodologies have been used; case study for the empirically grounded research and conceptual studies for the analysis of the case studies as well as for comparing the two concepts of partnering and SCM. All questions have been grounded in literature and previous research. The findings of this research is therefore grounded in both theory and in practice. The main findings of this research is that TPL solutions are not a quick fix for realizing SCM in the construction industry. However, if used right a TPL solution can be an effective tool to address logistical issues in a construction project and to establish an interface between the supply chain and the construction site. By initiating a TPL solution the client addresses the importance of logistical competence in a construction project. A TPL solution does not have a purpose of its own; a TPL solution is a service function to the construction project, providing expertise on logistics management. There are also a number of driving forces and concerns that have been identified, if they are addressed prior to a TPL solution is implemented, the likelihood of its success will increase.

Furthermore, both partnering and SCM rely on high trust and share several key components and issues that have to be addressed. Partnering on strategic level with several suppliers included can even be hard to distinguish from SCM. Wherefore, partnering is considered a facilitator for the realization of SCM in construction. By addressing the necessary issues in both concepts a good foundation for SCM is established.

The construction supply chain is of temporary nature and complex, with many interactions between multiple actors in different construction projects. This challenging context typically leads to relatively higher costs and lower productivity, compared to other industries. Supply chain management (SCM) has been put forward as a mean to better handle this challenging context. As a part of SCM initiatives some construction industry stakeholders have turned to third-party logistics (TPL) providers, especially in large construction projects. The use of TPL providers is a new, and under-investigated, phenomenon in the construction industry. The main purpose of this study is thus to explore the use of a TPL provider in a large construction project and to analyse its resulting effects. Driving forces and possible concerns for implementing TPL are identified and the possibility for TPL to be a facilitator for implementing SCM in construction is investigated. The research is based on a literature review and an explorative case study of a large hospital project in Sweden, where the client and the main contractor have initiated the use of a TPL provider to coordinate sourcing and materials handling activities on site. The results show positive effects on establishing an effective interface between the construction site and the supply chain. The results also show that a TPL solution facilitates an increase in productive work at the construction site itself, a reduction of costs and an increased utilisation of site assets. On the downside, the study also shows a lack of SCM knowledge amongst the involved actors in the project, hindering them to reap the full potential of TPL.

Suppliers and transport providers are key parties in the construction supply chain, and their respective roles when employing third-party logistics (3PL) is investigated. The purpose is to analyze how they are affected by the 3PL solution in terms of their attitudes towards the use of 3PL, the experienced defects from the 3PL solution, and their level of supply chain management (SCM) maturity. This is done by a literature review and an explorative case study at a large construction project employing a 3PL solution. Results show a positive attitude and that they actively address SCM issues, whereas actual effects are inconclusive.

The purpose of this paper is to investigate the use of 3PL providers in large construction projects, and to identify main drivers and barriers, as well as the resulting effects, when implementing SCM by the use of 3PL providers. This is done by the means of a literature review and an explorative case study, the latter being a large hospital construction project. The results show positive performance effects in terms of increased productivity, resources utilization, and delivery performance, but also that there are challenges when it comes to organizational setting, policy adherence and supply chain coordination.